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The organization of the talent competition such as “American got talent” required the set of activities which should be carried out for the successful completion of the project. The scope management plan helps in providing the framework which helps in providing success of the project depends on availability of resources and identification of risks and mitigation strategies in the early phases of the project life cycle plan. The deployment of the event helps in identifying the hidden talent of the participants and helps in building new identity of the participants.
The role and responsibility of the participating unit should be clearly defined. The work breakdown structure helps in analysing the sequences of activities which should be followed for managing the talent competition program. The purpose of the project is to design the activities for the flow of event management problems. The planning of the events involves the identification of the purpose of the event. The development of the American Got talent platform includes the strategies for the marketing of the competition. The project manager is responsible for approving the change required in the implementation plan of the project.
The scope of the American Got talent project involves the coordination in the following activities:
The following are the list of stakeholders who are associated with the organization of the event:
Name |
Role |
Responsibilities |
John Wright |
Publicity and promotion manager
|
He is responsible for managing resources required for publicity and promotion of the talent competition |
K. Mooley |
Coordinator of the catering facilities
|
He looks up on the catering facilities |
S. Liu |
Stage and performance manager |
The scheduling of the performance activities
Decoration of the stage
Resources required for the smooth flow of the performance |
Warren Hasting |
Admission and ticketing officer |
He is responsible for managing the strength of the audience |
W. Wuest |
Human resource manager |
The responsibility is to provide responsibilities to the volunteers at the time of the event |
L. Xiang |
Project manager |
He focuses on verifying the scope of the project
Sequence of activities
Changes required |
S. Perkins |
Project coordinator |
He is responsible for change resolution for managing the coordination of activities. |
G. Gujer |
Project sponsor |
The funds will be allocated on analysing the scope of the project |
D. Rolle |
Project control manager |
The controlling of the activities for the development of the project on time |
F. Hussain |
Project Designer |
The designing of the activities should fulfil the requirement of the project. |
The organization of the event is equipped with number of risks and opportunities. “The analysis of the events and flow of activities helps in identifying the potential hazards associated with the deployment of the event” (Berridge, 2014). The development of the project should include the inclusion of services provided at the time of emergency, managing the venue according to the requirement of the participants, and assessment of the risks. The periodic meeting should be organized for identifying and assessing the risks and then develop the risk mitigation plan to resolve the issues related with the area of concern. “The separate documentation should be prepared for the risks identification and mitigation schemes and the opportunities provided with the event organized” (Abraham, 2012). The risk management plan should focus on minimising the risks associated with the developed project.
The success of the project depends on the development of the proactive plan for emergency. The activities which should be focused to develop an emergency management plan involves the consideration given on the emergency interruption, evacuation points in the deployed procedures, personal responsibilities of the stakeholders at the time of emergency, deployment of periodic meetings, centre of incident control, development of communication links and management of the risk strategy.
“The selection of the vendor involves the focus of indoor and outdoor requirement of the activities, convenience of the venue location, adequacy in public transportation” (Slamar, 2016), efficiency in providing facility of catering, availability of the air conditioning room, comparison of cost with different venues, services provided by the venue place, and utilization of heavy equipment.
The checklist which should be followed for the selection of the venue place are as follows:
“The audio visual room is the room where the event activities are going to be performed” (Toole, 2006). The development of the audio/ video room should consider the requirement of the entertainers and performers, size of the venue, resources required for the deployment of the activities, estimation of the audience, date and time scheduled for the performance, decoration of the stage, 3D equipment required for the stage, coverage of lights, and proper management of the crowd.
“The development of the marketing strategies helps in the promotion of the event organized” (Deery, 2010). It helps in attracting more and more participants towards the event which helps in increasing the popularity of the show. The promotional activities help in increasing the motivation of the employees and the participants. “The positive response from the audience helps in moral building of the participants” (Kose, 2011). The different mediums which can be used for promotion are stated below:
“After the approval of scope management plan of the event, the post event evaluation activity should be synchronised to gather the feedback from the participant about their experience with the organized event” (Liu, 2012). The rating system helps in identifying the popularity of the event among the common people. The consideration should be given on the promotional activities.
The status of the approved project should be monitored periodically for completing the project within the associated time and budget. The changes required system should be done within the prescribed scope baseline. The WBS helps in providing data dictionary to every element of the project.
Designing of the Talent Competition |
|
Activities |
Sub Activities |
Planning of the Event |
Event Organization Number of event activities Types of performance activities |
Development of the conceptual design |
Planning of the resources Arrangement of human resource and staff Hardware required Seating arrangement Estimation of number of judges required Deciding of the venue place Deciding of audition venue place for different cities |
Measurement of expense associated with activities |
Hiring of the venue Hiring of the equipment and resources required Association with entertainers and performers Promotion and marketing strategies Catering facility Consumption of power Fees Security procedures Salaries of the judges and other stakeholders Travel and accommodation to the judges and other working team |
Marketing Strategies |
Deciding of the marketing strategies Printing of the brochures and posters Inclusion of the social networking site for promotion of the talent hunt show Sending emails for reminder |
Registration |
Online registration facility Online payment system for registration Association with banks Obtaining approval from committee |
Level |
WBS code |
Name of the element |
Description of work |
Deliverables |
Budget |
Resources |
1 |
1.1 |
Event Planning |
Event Organization
Number of event activities
Types of performance activities |
Plan |
$ 4000 |
ICT tools
|
2 |
1.2 |
Conceptual Design Development |
Planning of the resources
Arrangement of human resource and staff
|
Conceptual Design of the talent hunt competition |
$ 3000 |
Designing tools and plan |
3 |
1.3 |
Cost and expenses |
Hiring of the equipment and resources required
Association with entertainers and performers
|
Cost estimation plan |
$ 15000 |
Well efficient team
Plan
Design |
4 |
1.4 |
Marketing strategies |
Printing of the brochures and posters
Inclusion of the social networking site for |
Promotion |
$ 1200 |
Printed material
Social Media Platform |
5. |
1.5 |
Registration |
Online registration facility Online payment system for registration
|
Increasing number of participants |
$ 500 |
Use of ICT technologies
Relationship with banks |
The purpose of the project is to develop the scope management plan for organizing the high level international event named as American got talent. The success of the project depends on analysing the risks in the starting phase of the project and develops the proactive risks schedule to overcome the problem. The consideration should be given on the marketing strategies because it helps in attracting more and more participants towards the event which helps in increasing the popularity of the show. The activities which should be focused to develop an emergency management plan
Abraham, S. (2012). Event management. Retrieved from http://www.pondiuni.edu.in/sites/default/files/event-mgt-260214.pdf
Berridge, G. (2014). Event experience: Design, management, and impact. Retrieved from http://repository.uwl.ac.uk/id/eprint/1374/1/Graham%20Berridge%20PhD%20Thesis%20March%202015.pdf
Damm, S. (2010). Best practices in event management. Retrieved from http://unitec.researchbank.ac.nz/bitstream/handle/10652/1416/Sven%20Damm%20MBus.pdf?sequence=1
Deery, M. (2010). Social Impact of events and the role of anti-social behaviour. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/17852951011029289
Kose, H. (2011). Special event management and event marketing. Retrieved from http://www.aabri.com/manuscripts/11847.pdf
Liu, L. (2012). Marketing communication and events plan for creative cultural industries. Retrieved from http://www.creativepoles.eu/uploads/Klaipeda%20Marketing%20Communication%20and%20Events%20Plan.pdf
Perkins, L. (2015). Managing the risks associated with extreme events. Retrieved from https://www.ipcc.ch/pdf/special-reports/srex/SREX_Full_Report.pdf
Slamar, T. (2016). Understanding the motivation for event participating. Retrieved from https://www.fthm.uniri.hr/files/Kongresi/THI/Papers/2016/THI_April2016_204to218.pdf
Toole, W. (2006). Towards an international level event management body of knowledge. Retrieved from https://www.researchgate.net/publication/233664856_Towards_an_International_Event_Management_Body_of_Knowledge_EMBOK
Wuest, L. (2016). Event management planning guide. Retrieved from http://www.wodonga.vic.gov.au/leisure-arts-visitors/events/images/Event_management_planning_guide.pdf
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